BFBM(8-2015) One in all (social learning)
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This document summarizes a seminar on social learning. The seminar discussed how work and learning have changed from individual and hierarchical models to collaborative networks. Social learning through knowledge sharing, teamwork, and informal learning was said to be valuable. The importance of social learning for connecting with others, asking questions, and gaining adaptive skills was also discussed. Different types of organizational learning were presented, including learning from experience, groups, individuals, accidents, and formal training. Implementing social learning requires focused conversations and sharing knowledge through collaboration. The 70:20:10 model for learning through experience, others, and structured programs was presented as a framework for development.
BFBM(8-2015) One in all (social learning)
- 1. 8th event of Better Future Better Myanmar 2015 Free Seminar Series “ONE in ALL” 5th July, 2015 (Sunday), 9:00 AM – 3:30 PM Mandalay
- 2. One in All: Social Learning Prof.Dr.Aung Tun Thet
- 3. Expectations We will: LEARN Let OTHERS Learn Always try our BEST Show RESPECT with our words and actions Be RESPONSIBLE for our words and actions
- 5. Work - 19th Century Artisans -/+ 20th Century Hierarchies 21st Century Networks
- 6. Social Learning Revolution Value of: Knowledge sharing Teamwork Informal learning Joint problem solving Investing in collaboration technology Reaping rewards
- 7. Importance of Social Learning Connect Social exchanges Business and technological changes
- 8. Importance of Social Learning Knowing right people Asking right questions More important than internally-held knowledge and skills
- 9. Importance of Social Learning Social experience adaptive Social learning mindset better feedback on changes
- 10. Importance of Social Learning Internet fundamentally changed how we communicate From Focus on knowledge transfer and acquisition (Plato) To Dialogue and guidance (Sons of Socrates)
- 11. Importance of Social Learning Find information Turn into knowledge at point-of-need Key competitive advantage
- 12. Social Learning Cognitive (Personal) • Knowledge • Expectations • Attitudes Behavioural • Skills • Practice • Self-Efficacy Environmental • Social Norms • Influence • Community
- 13. From replaceable human resources to dynamic social groups
- 15. Preparing people for work Taylor Only one way to do a job Person doing work conform to job requirements
- 16. Individual Training Core of Learning and Development Jobs constant People interchangeable
- 17. Modern Organizations Change Preparing for jobs that don’t even exist Stable work environment no longer present
- 18. Collective Social Learning approach Learning and work as groups Group connected (network) more important than individual node
- 19. Knowledge Capacity for action “Know how” Practitioner: accountable for producing results
- 20. Learning Remains within - no value to organization Acting on knowledge as practitioner (work performance)
- 21. Learning Individuals direct own learning Organizations focus on results
- 22. Individual Learning Irrelevant Work not done by one person
- 23. Social Networks Learning spreads Conduit for effective organizational performance Blocking or circumventing slows learning and reduce effectiveness
- 24. Social Learning Groups work Share knowledge Cooperating in networks increase adaptive ability
- 27. Wirearchy Dynamic Two-way flow of power and authority Based on knowledge, trust, credibility Focus on results Enabled by interconnected people and technology
- 28. Wirearchy Google’s dedicated time-off for private projects - promotes non-directed learning and collaboration Zappos engage with customers on Twitter fostering two-way trust
- 29. Trust Trusted relationships powerful allies in getting things done Essential component of social learning Communications without trust ‘noise’
- 30. Social Learning Think and act at macro level (what to do) Leave micro (how to do it) to each worker or team Social media make work easier or more effective Make traditional management obsolete “Teach people how to fish or teach them how to learn to fish themselves”
- 33. Learning Two types: 1. Formal learning through training 2. Informal learning - accident or result of observation, conversation and time in job Formal training for skills and knowledge missed out social nature
- 34. Five Types of Organizational Learning 1. Intra-Organizational Learning (IOL) – keeping organization up to date and up to speed 2. Group Directed Learning (GDL) – working in teams, projects, study groups, etc. 3. Personal Directed Learning (PDL) – individuals organizing and managing own personal or professional learning
- 35. Five Types of Organizational Learning 4. Accidental & Serendipitous Learning (ASL) – individuals learning without consciously realizing it (incidental or random learning) 5. Formal Structured Learning (FSL) – formal education and training - classes, courses, workshops, etc.
- 36. Five Types of Organizational Learning Traditional training (FSL) only one of five types Three (IOL, GDL, PDL) require self- direction - essence of social learning
- 37. Implementation
- 39. Getting Started Social learning take place when people: Clarify intention – learning rather than browsing Ground learning – defining question or problem Focused conversations
- 40. Social Learning Knowledge created, internalized and shared Listen & Create: open to self-education Converse: sharing knowledge Co-create: collaborative work, customer experience Formalize & Share: new structured knowledge
- 41. Social Learning Learning from social interactions Key to innovation Official channels competing with informal communications
- 42. Collaborative Enterprise Optimal organization for networked economy Collaborate internally
- 43. Enterprise Social Learning Company blog Web-based social learning platform Micro-blogging platform similar to Twitter
- 45. Social Media and Social Learning Social Media Social Learning SOCIAL MEDIA LEARNING
- 46. 70:20:10 Framework for High Performance Development Practices
- 48. 70:20:10 Model 70% 20% 10% Learn & Develop through experience Learn & Develop through others Learn & Develop through structured programs
- 49. 70:20:10 Reference model Not recipe Not rigid formula
- 50. 70:20:10 Build capabilities through: Experience Practice Utilising network of support Not only through structured training and development away from workplace
- 51. 70:20:10 Easily-understood Readily adapted to re-focus development
- 52. 70:20:10 Learning outside of formal classes and courses More frequent More effective Than structured and ‘managed’ counterpart
- 53. 70:20:10 Integrate disparate development activities Leadership programmes Informal coaching and mentoring Learning from work through conversations, communities, sharing, reflective practice
- 54. 70:20:10 Coherent framework to strategise Workplace Social and structured Learning activities
- 55. People learn their jobs by doing their jobs Effective managers make stretch assignments Coach team members Experience the teacher Managers shape experiences
- 56. People learn their jobs by doing their jobs Learning from experience and conversation Systematic and enlightened management Organization working smarter Potential great
- 57. Coherent Organization Co-learning with customers and stakeholders Everyone stay current Workers know what another doing Aligned to achieve common purpose Harmonious companies
- 58. Old Days Work mechanical Workers learned skills and knowledge from training sessions Did what they were told Achieving coherence easy
- 59. 21st Century Complex, unpredictable work Learn on the fly Collaborate with other people
- 60. Social Networks In-person Online Democratizing workplace Workers in charge of own development
- 61. Social Networks Have information at fingertips Homework in collaboration with friends Work in collaboration with colleagues
- 62. Social Learning To stay ahead and create more value Learn Faster Better Smarter!
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